Developing a mentorship tool to improve work performance.

Abstract

The purpose of the study was to find out if there is a mentorship tool available to guide mentorship after merger; determine effective mentoring techniques for improving work performance; and develop an appropriate mentorship model for improving work performance within tertiary institution . The main challenge is that the National Department of Education started a process of merging institutions of Higher Education. A number of tools that will help to support these mergers are lacking. The case study used was based on an in-depth analysis of events and programmes culminating from the merger of the two institutions. The Durban Institute of Technology in KwaZulu-Natal was identified and selected because it is the first institution to result in a merger. The documents selected provide the greatest amount of data and the researcher knows which documents deserve more attention than others. The following data sources were selected: Technikon Natal and M L Sultan Technikon merger documentation of 26 March 2002; Department of Education National Plan for Higher Education of 2001 and Andersen's Climate Survey Report on the Durban Institute of Technology of 2002. The theory behind this mentoring tool is Maslow's Hierarchy of Needs. Maslow's view of human needs in the work place is described as self-actualization . This theory of human needs guided the development of the mentorship tool. This is because employees who are mentored will achieve job performance expected of them. Although a well implemented mentoring programme can help with retention of staff, an institution needs to be aware that it may foster an individual's growth faster. Mentoring affects self-confidence and sense of marketability among employees and may thus cause an increase in market vulnerability.